evaluation by comparing btw objectives & performance, building BSC, Setting up KPI.
We classified each KPIs and CSFs by BSC perspective and checked their relationship with strategic goals. We concluded that the KPIs are properly set to each CSF and most of KPIs are quantitative so that we can observe if it is good or not.
Through current performance evaluation systemanalysis, we decide curre
III. Critical Analysis
a. Current Performance Evaluation System: Learning and growth
objective : Timely Rain for Employees
Pulmuone is concentrating on Learning and growh perspective on the principal of ‘Timely Rain for Emplyoees’. In the Learning and growth area, there are five factors for pulmuone’s critical success.
Pulmuone’s first CSF is Distinct Organization Culture. P
SystemAnalysis
Despite its relatively small size and low awareness, SHARP is considered as an ‘outstanding enterprise’. (appendix 2) Their key management strategies are as follows.
① Select & concentration : SHARP selects picks and focuses on developing parts which are highly marketable and expected to bring value in the future, especially in the niche market. Also, they enhance their
evaluated Nokia’s brand value as 8th in the world in 2010. In fact, it had been ranked in top 5 for past several years, but fell this year.
Nokia established absolute brand image in the global mobile phone market because it built up consistent image. It conquers the market through the low price products, but at the same time Nokia maintained the top grade high-technology in its business ̵
Ⅱ. Main body
1. Leadership
1-1. Management philosophy
1) Do they have mission?
① Evaluation
Evaluation(I ): very good ( ) good ( v) average ( ) bad ( ) very bad ( )
Evaluation(E): very good ( ) good (v ) average ( ) bad ( ) very bad ( )
② Reason
▷We will focus our energy on performing services that are consistent with our mission by de-centralizing authority, empow